The document is a comprehensive guide on process mining, outlining its significance and methodology for optimizing business processes. It covers the four stages of process mining: collecting event log data, discovering process details, enhancing processes for better outcomes, and monitoring performance improvements. Aimed at professionals in mid-to-large businesses, it provides practical insights and examples to implement process mining effectively.

1. ENHANCE
MONITOR
DISCOVER
The Ultimate Guide
to Process Mining
The
Ultimate
Guide
to
Process
Mining
1

2. Contents
Introduction
Introduction.......................................................................................................
.......................................................................................................3
3
What this is and who it’s for
What this is and who it’s for.........................................................................
.........................................................................4
4
Chapter 1: What is Process Mining?
Chapter 1: What is Process Mining?...........................................................
...........................................................7
7
To me, Process Mining is
To me, Process Mining is...............................................................................
...............................................................................10
10
Why do we need Process Mining today?
Why do we need Process Mining today?....................................................
.................................................... 11
11
The four stages of Process Mining
The four stages of Process Mining..............................................................
.............................................................. 16
16
Chapter 2: How to get started
Chapter 2: How to get started...................................................................
................................................................... 24
24
Getting your organization ready for Process Mining
Getting your organization ready for Process Mining.............................
............................. 27
27
How to build your Process Mining team
How to build your Process Mining team...................................................
................................................... 32
32
Kicking off your implementation
Kicking off your implementation................................................................
................................................................36
36
Chapter 3: Process Mining in the real world
Chapter 3: Process Mining in the real world........................................
........................................40
40
Process Mining for core operations
Process Mining for core operations............................................................
............................................................ 41
41
Finance
Finance.....................................................................................................
.....................................................................................................42
42
Procurement
Procurement............................................................................................
............................................................................................43
43
Logistics and Distribution
Logistics and Distribution....................................................................
....................................................................44
44
Customer Order Management
Customer Order Management............................................................
............................................................45
45
How can Process Mining help you?
How can Process Mining help you?....................................................
....................................................46
46
Process Mining in support of transformation initiatives
Process Mining in support of transformation initiatives......................
...................... 47
47
Conclusion
Conclusion......................................................................................................
......................................................................................................48
48
Starting your Process Mining journey
Starting your Process Mining journey.......................................................
....................................................... 49
49
What to look for in your Process Mining solution
What to look for in your Process Mining solution...................................
...................................50
50
Where to go next
Where to go next..............................................................................................
..............................................................................................51
51
The
Ultimate
Guide
to
Process
Mining
2

3. Businesses everywhere are
starting to realize something...
That their biggest source of competitive
advantage lies in the most granular
operational details.
The whole world runs on processes.
Think about it. Every customer
experience and business outcome
is the product of an invisible flow
of data and actions between your
systems, assets and people.
That’s why Process Mining—and by
extension, process excellence—is
gaining steam. It’s helping enterprises
optimize each and every operational
element for better outcomes,
extraordinary experiences and
world-class performance.
The Ultimate Guide to Process
Mining is a book about how to help
your organization become a better
version of itself—by orchestrating
the minute-by-minute actions
happening across the business.
It’s a step-by-step methodology
to discover, enhance and monitor
your core business processes at
the deepest levels.
It’s a prescriptive analytics solution
to find (and resolve) the true root
causes of friction invisibly embedded
in your systems and operations.
It’s a holistic, bottom-up approach
to process excellence built on the
principles of continuous improvement
(like Lean and Six Sigma) while
advancing the technologies used to drive
it (like AI, automation and BI analytics).
Technology, analytics and process
improvement are all parts of this story.
But ultimately this book isn’t about
technology, or analytics, or even
improving your processes.
It’s about actions and the unlimited
acceleration that’s possible when you
connect on-the-ground actions to
top-level business outcomes.
1
2
3
AND OVER THE NEXT
50 (ISH) PAGES, WE’RE GOING
TO SHOW YOU HOW.
The
Ultimate
Guide
to
Process
Mining
3

4. What this is
and
who it’s for
The
Ultimate
Guide
to
Process
Mining
4

5. What this guide is
But it’s also a practical working
document. There are practical examples
throughout the book designed to help
you identify and progress toward your
own Process Mining opportunities. Use
them as a basis to plan your approach,
build your team, and focus your efforts
around specific, measurable outcomes.
The Ultimate Guide to Process Mining
is a deep dive into the what, why and how of
Process Mining—its origin, the critical steps,
and most importantly, the results it delivers.
What’s inside
Chapter 1: What is
Process Mining?
What are processes? How can
they be optimized? And what are
the four stages of Process Mining?
Chapter 2: How to
get started.
What does Process Mining look
like in a real company? And how
can beginners accelerate positive
outcomes for the business, users
and customers?
Chapter 3: Process
Mining in the real world.
What are good Process Mining
use cases? How can Process
Mining support transformation
initiatives?
The
Ultimate
Guide
to
Process
Mining
5

6. Who this guide is for
Process Mining is most effective when applied
at scale—to high-volume processes with defined
steps toward a known goal, through systems
that produce time-stamped event logs.*
(Although it can deliver value everywhere
for anyone executing, managing or
measuring a process—from the CFO
of a multi-billion dollar enterprise to
the receptionist at a dentist streamlining
the patient intake process.)
That means this guide is particularly
suited to people in mid-to-large
businesses closely connected to defined
processes in areas like:
• Purchase-to-Pay or Procurement
in Finance
• ITSM, System Migration or Service
Delivery in IT
• Incident-to-Resolution in
Customer Support
• Lead-to-Order in Sales and Marketing
• Order-to-Cash or Manufacturing
in Supply Chain
You can find a longer list of these
processes (with specific Process Mining
use cases) in Chapter 3.
If you’re a senior executive, a process
practitioner, part of a Shared Services
group, or even leading a cross-functional
Process Excellence initiative, this book
was written for you.
(And if you’ve come from somewhere
else, stick around. People are using
Process Mining for all kinds of things—
even post-match analysis of
international football games).
Let’s dive in
*Flick to page 17 to learn what that means
The
Ultimate
Guide
to
Process
Mining
6

7. Chapter 1
What is
Process Mining?
The
Ultimate
Guide
to
Process
Mining
7

8. Process Mining happens in four
distinct stages (which we cover
in more detail on page 16):
• Collection of time-stamped event log
data from key transactional systems
• Discovery within that data of real
processes as they actually happen
• Enhancement of those processes
to optimize business outcomes
• Monitoring those changes for further
improvement opportunities
But there’s a lot more going on under the
surface. Let’s take a look at some of the
fundamental components that make up
these four stages.
Process Mining 101
Frederick Taylor
Winslow was arguably
the first person to
study and optimize
workplace productivity.
His 1911 monograph
The Principles of
Scientific Management
pioneered the idea
that a business’s core
operations should be
analyzed, standardized
and improved on.
Process Mining is a relatively new area of study grounded
in a long tradition of businesses striving to optimize
business outcomes by improving the efficiency,
effectiveness and productivity of their critical workflows.
The
Ultimate
Guide
to
Process
Mining
8

9. A brief history of Process Mining
Enterprise-Grade
Process Mining
Technology
Academic
Theory
Six Sigma
Mainframe
PC
ERP
BPM
Cloud
Lean &
Kanban
Mass
Production
Taylorism
The Future:
Frictionless
Processes
Intelligent process layer
standardized within IT stack
Self-orchestrating, self-
healing, self-optimizing
core business processes
Superfluid
Enterprise
Process excellence
strategies become
competitive advantage
Continuous, bottom-up
business transformation
delivering optimal
outcomes for businesses,
users and customers
The
Ultimate
Guide
to
Process
Mining
9

10. To me, Process Mining is…
“Process Mining is analyzing
processes based on event
data... i.e., based on what’s
really happening. Beginners
start with things like process
discovery and conformance
checking, while advanced
users can re-engineer
processes and even predict
what is going to happen
in future processes.”
Wil van der Aalst,
‘Godfather of Process Mining’
“Process Mining seamlessly
reconstructs entire processes
end-to-end, as they actually
happen—across all systems
and users.”
Dr. Lars Reinkemeyer,
Global Process Lead, Siemens
“Process Mining includes:
automated process
discovery, conformance
checking, social network/
organizational mining,
automated construction of
simulation models, model
extension, model repair, case
prediction and history-based
recommendations.”
Gartner, 2019 Guide for Process Mining
The
Ultimate
Guide
to
Process
Mining
10

11. Why do we need Process
Mining today?
Every business is a collection of core processes.
They’re foundational infrastructure; the base
element of business operations.
Early core business processes were
simple (and often manual).
• To create a product you’d procure
materials from a supplier, manufacture
it and store it.
• To fulfil a purchase, you’d receive an
order, retrieve the product, package
it up and ship it out.
• To pay a supplier, you’d receive an
invoice, arrange the payment, and
send confirmation.
But as businesses have digitized every
aspect of working life into IT systems,
core processes have become complex
operational machinery in and of
themselves—too fast, frequent,
interconnected and distributed
to manage manually.
And crucially, businesses evolve over
time—they expand, scale up, procure
new systems, go through mergers and
acquisitions, ditch old processes, adopt
new ones, build products, enter new
regions, migrate to the cloud and so on.
Every change like this impacts the
process environment, and it’s impossible
to optimize a core process for a specific
business outcome without a holistic
understanding of how the whole
landscape is connected. Process
mapping software and consultants
just aren’t up to that.
As we’ll go on to see, Process Mining
is purpose-built to handle the inherent
complexity and dynamism of the modern
process environment. It delivers deep
visibility and control into the minutiae of
individual processes, the relationships
between them, and the outcomes
they deliver.
That’s the true value of Process Mining
—not just in understanding how to
make discrete parts of the business
more efficient, but how to calibrate
the individual components to optimize
the whole operational engine for
specific outcomes.
The
Ultimate
Guide
to
Process
Mining
11

12. Objective,
Complete
Immediate,
Self-Service
Continuously
Enhancing
Subjective,
Partial
Lengthy,
Costly
One-Time
Understanding
New way
vs.
Old way
BI Process Mapping Process Mining
Process improvement isn’t a new idea.
But the scale and complexity of the
modern process environment has quickly
accelerated beyond the capabilities of
traditional tools.
Process mapping software, business
intelligence initiatives—or worse,
whiteboards and post-it notes—just
can’t deliver the real-time insight and
control that continuous process
excellence demands.
Imagine you’re trying to hit a bullseye
on a dartboard.
Process mapping tools could provide
broad instructions based on a static,
high-level snapshot of how the process
happened once: pick up a dart, stand
in position, throw it at the center, check
the result. The result is partial, out-of-
context visibility with no analytical value.
BI would automatically tell you where
the dart landed; but with no analysis
of how the dart got there, you can’t
improve your next throw. It’s just
measuring for a predefined outcome.
Conversely, Process Mining analyzes how
data moves through a series of steps
leading up to an outcome. You’d see your
weight shifting and the motion of your arm,
your grip on the dart and its trajectory
through the air, and live feedback against
the ideal form throughout.
The limitations of old approaches
The
Ultimate
Guide
to
Process
Mining
12

13. Process Mining isn’t just about resolving
the mountain of complexity and friction
that most organizations have
unconsciously accepted as the cost
of doing business.
Its true value is in connecting granular
operational performance to high-level
business outcomes on a continuous basis.
We’re going to explore exactly how that
happens next, by diving into the four key
stages of Process Mining:
• Collect event log data from
transactional systems
• Discover points of process friction
and their root causes
• Enhance, standardize, streamline,
optimize and orchestrate for
specific outcomes
• Monitor process performance
and improvement opportunities
In the next chapter we’ll see what
this framework looks like when
executed, through a real world example.
We’ll also explore a few different ways
to categorize the benefits and outcomes
that Process Mining delivers for
different audiences—from process
practitioners all the way up to executive
stakeholders.
Process Mining maturity:
from visibility to outcomes
The
Ultimate
Guide
to
Process
Mining
13

14. Monitor
Process optimization
Process Excellence
Maturity Curve
Enhance
Process improvement
Discover
Process visibility
In the last chapter, we’ll take a wider
view to see how this fundamental
framework not only scales outward—
to different Process Mining initiatives
across the business—but upward,
to support high-level business
transformation initiatives with a
bottom-up approach to change.
Eventually, mature Process Mining
organizations can coordinate multiple
Process Mining initiatives toward
connected high-level outcomes—
anything from huge-scale automation,
and supercharged customer experiences,
to effortless business agility, seamless
system migrations and more.
For now though, let’s explore how
Process Mining works by taking a
deep-dive into its four main pillars:
Collection, Discovery, Enhancement
and Monitoring.
Process Mining maturity:
from visibility to outcomes
The
Ultimate
Guide
to
Process
Mining
14

15. How
Process Mining
works
The
Ultimate
Guide
to
Process
Mining
15

16. 4. Monitor
Track key metrics
Benchmark continuously
Process conformance
Executives and Managers
1. Collect
From source systems
Transform data to event logs
Visualize Processes
Enable real-time connections
Data Engineer
2. Discover
Capture digital data
Understand root causes
Visualize Processes
Analyst
3. Enhance
Automate tasks
Suggest intelligent actions
Proactive process interventions
Business Users
The Process Mining lifecycle
Continuous
Process
Excellence
The four stages
of Process Mining
The Celonis Intelligent Business Cloud delivers Process Mining
in four key stages. In this section we’re going to break down
the different concepts, technologies, activities and people
at work in each stage.
The
Ultimate
Guide
to
Process
Mining
16

17. Collect… raw data from source
systems to create event logs
Every interaction inside the transactional
systems your business runs on (like SAP,
Oracle, Salesforce, ServiceNow, etc.*)
leaves digital footprints—raw data that
can be turned into a record of actions
The first stage of Process Mining is for
data engineers to establish a real-time
link to those key data sources (through
pre-built connectors and APIs), extract
that raw data and turn it into an event log.
Event logs have three parts:
• An activity
• A time-stamp
• An object or ID
Process Mining technology aggregates
these event logs and reconstructs
process flows across your whole
organization as they actually happened—
every time they happened.
The four stages
of Process Mining
Common data sources
for Process Mining
SAP ERP
SAP Ariba
SAP S/4HANA
SAP C/4Hana (CX / Hybris)
SAP Success Factors
SAP Concur
ServiceNow
Salesforce
Microsoft Dynamics AX
RPA
SAP ECC
Oracle EBS
Coupa
Oracle JD Edwards
Oracle Peoplesoft
Readsoft
OpenText
HP Service Manager
Siebel
Google Sheets
BMC Remedy
SAP SRM
Infor
SAP CRM
Trackwise
1
Free Celonis training:
Process Connection Basics
Collect
The
Ultimate
Guide
to
Process
Mining
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18. Discover… points of process friction
and their root causes
Analyzing event logs at scale renders
your whole process environment in
a level of detail that whiteboards,
interviews and process mapping
software could never provide—every
step of every process, every time it’s
ever been executed.
In the second stage of Process Mining,
data analysts methodically quantify the
sum total of your process environment:
every case, pathway, variation and error,
as well as their business impacts.
The objective is to discover:
• Points of friction (and their
root causes)
• Optimal pathways (and every
deviation from them)
• Business outcomes (for initial
conditions and corrective
actions taken)
That all happens across a few
different steps:
2 Happy path
Every process has a “happy
path”—the most efficient and
effective route from initial input
to final output.
Process discovery helps users
find this happy path and, during
the Enhance stage, automatically
correct variations to match it.
Variants
Processes often have hundreds
(if not thousands) of variants—
deviations from the happy path
caused by errors and
inefficiencies.
Analyzing process variants can
reveal underlying causes of
process friction, highlight entirely
new blind-spots and surface a
blend of quick-win and long-term
improvement opportunities.
The four stages
of Process Mining
Free Celonis training:
Process Discovery Basics,
Analysis Building Basics
Discover
The
Ultimate
Guide
to
Process
Mining
18

19. Process discovery
Build a complete picture of every
process by exploring an interactive
visualization of key metrics, like:
• Volume of cases/items in the process
• Total value of cases/items in
the process
• Number of steps in the process
• Number of different paths (“variants”)
that cases/items take through
the process
• Number of cases/items that flow
through each variant
• Visualization of steps and variants
Process analytics
Use powerful AI to understand the root
cause (and enhancement opportunity)
of every process variation, determine
its operational significance and prioritize
your response according to its impact on
meaningful KPIs tied to key business
outcomes, like:
• On-time delivery
• Working capital
• Customer satisfaction
• Risk reduction
• Operating costs
• Automation rates
Root causes
Every variance has a root cause—
like an error (like inaccurate data),
an erroneous step or a wider
improvement opportunity (like
automation or task allocation).
Understanding the root causes
of every process variation is
the secret to uncovering
enhancement opportunities
that tangibly reduce friction
and increase flow.
The four stages
of Process Mining
2 Discover
The
Ultimate
Guide
to
Process
Mining
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20. Enhance… processes by proactively
removing friction
The variations and root causes identified
during the Discover phase form the basis
of enhancement opportunities—practical
actions that remove friction and
automate flow for your human and digital
workforces.
In the third stage of Process Mining
business users leverage AI and machine-
learning models to execute these
enhancement actions across all relevant
transactional systems within the same
Process Mining interface.
These actions could be in service of:
• Correcting errors
• Removing erroneous steps
(or adding new ones)
• Reducing manual effort
• Improving orchestration,
standardization and governance
• Increasing rates of automation
There are a few different technologies
supporting business users to take
these actions.
3
The four stages
of Process Mining
Categories of process
improvement
Standardization
Clarity and error-correction
for practitioners.
Streamlining
Acceleration and productivity
gains for LOB leaders.
Optimization
Intelligent decisions driving
better outcomes and performance
for business leaders.
Orchestration
Cross-functional alignment
toward strategic goals for
business executives.
Free Celonis training:
Action Engine—Set up Intelligent Actions
Enhance
The
Ultimate
Guide
to
Process
Mining
20

21. Action Engine
The Action Engine is our AI-powered
process assistant. It continually analyzes
data and proactively surfaces a live feed
of corrective actions to restore disrupted
processes to that happy path.
Process automation
Process automation drives excellence
throughout a digital workforce, cutting
process costs and freeing up teams
to focus on value-generating work.
Business users build automated
workflows across applications and
systems (without writing a single line
of code), ensuring that every time
a person touches a process, they’re
adding tangible value.
Machine learning modeling
Combining complex process models
with powerful machine learning unlocks
a depth and scale of analytical insight
that human brains can only dream of.
Machine learning modeling uncovers
patterns (and their root causes and
impacts) across data from millions of
cases and hundreds of disparate systems,
continually surfacing new, unexpected
—and otherwise invisible—opportunities.
3
The four stages
of Process Mining
Enhance
The
Ultimate
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to
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Mining
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22. Monitor… process performance
and improvement opportunities
Continual improvement is central to
Process Mining—discovery, analysis and
enhancement are on-going activities that
keep your processes in tight lockstep with
your evolving business needs.
In the fourth stage of Process Mining,
executives and managers measure and
monitor process performance toward
KPIs and business outcomes.
This feedback loop is vital to help the
whole business:
• Hold teams accountable to progress
against targets
• Course-correct in real time
• Grow engagement across
different teams
• Build demand for further Process
Mining initiatives across the business
• Communicate success upward
and outward
Monitoring happens at both a granular
process-centric level and a wider
business-centric level:
4
The four stages
of Process Mining
Free Celonis training:
Transformation Center—
Performance Monitoring
Monitor
The
Ultimate
Guide
to
Process
Mining
22

23. Conformance checker
Conformance checking helps to
continually assess how closely your
core processes adhere to their ideal
happy path. This can help to identify
and correct new points of friction
as they occur, as well as support
transparent governance and reduce
risk around regulated processes.
Transformation center
The Celonis Transformation Center
is a single pane-of-glass management
environment that measures and
monitors your progress toward KPIs
and business outcomes over time.
It keeps individuals, teams and the
whole organization focused on (and
accountable to) more strategic goals
that truly drive business performance.
4
The four stages
of Process Mining
Monitor
Try Celonis Snap today
So now you know how Process Mining
works, this is a great time to try it out
for yourself—for free!
Try Celonis Snap today to discover
your own processes by connecting
your own event log data, or to see
what’s possible with a sample data set.
The
Ultimate
Guide
to
Process
Mining
23

24. Chapter 2
How to get started
The
Ultimate
Guide
to
Process
Mining
24

25. ENHANCE
MONITOR
DISCOVER
Transforming your core operational
processes to support business outcomes
can sound daunting. But it’s simpler and
quicker to get started than it seems.
The beauty of Process Mining is that
it’s a systematic approach to
incremental improvement that works
the same at any scale. So whether
you’re using Process Mining to support
high-level transformation or just to
improve a small slice of the business,
the underlying steps are the same:
Discover your processes, root out and
resolve friction, enhance performance
and continually monitor outcomes.
And actually, an agile approach is usually
best here. Pick a process, focus on
resolving friction points that have a large
impact relative to the effort, and move on.
That’s not to say strategy isn’t important
to long-term success—it is.
This chapter is about how to start small
and scale up, in three key steps. It covers
how to create a Process Mining plan-of-
attack that takes your organization from
its first pilot to building a full-blown
Process Mining Center of Excellence
inside your business—while staying agile
enough to adapt to what you discover.
Getting started in three steps
• Planning KPIs tied to strategic
goals and business outcomes
• Building a team with clear roles
and accountability
• Kicking off the implementation
and communicating success
LET’S EXPLORE WHAT
THIS FRAMEWORK LOOKS
LIKE THROUGH A
REAL-WORLD EXAMPLE.
The path to Process Mining
The
Ultimate
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to
Process
Mining
25

26. An industrial equipment manufacturer
facing too much friction
CONVEYA
LTD.
Let’s follow a fictional example (inspired
by many true stories) of how a company
rolled out Process Mining to reduce
friction, increase flow and improve
performance to achieve a variety
of high-value outcomes.
Conveya is a mid-sized manufacturer
of made-to-order industrial equipment
for a variety of industries (factories,
airports, retailers, farming and
distribution centers) across the US.
After winning a series of large
contracts the company is rapidly
scaling up to meet new demand
while working hard to maintain its
existing customer relationships.
However, they had some deeply
ingrained friction within their
Order-to-Cash process impeding
their ability to grow. So they turned
to Process Mining for answers.
Let’s explore how they used Process
Mining to find and analyze the root
causes and impacts of that friction,
and how they took specific actions
to discover, enhance and monitor
their processes for improved
business outcomes.
The
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Process
Mining
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27. The embedded friction within Conveya’s
Order-to-Cash process was impacting
people at all levels across the
organization.
• The people working in order
management and fulfillment were
spending way too much time on
manual data processing
• The heads of process and customer
service teams were firefighting
against customer churn due to too
many late orders
• Senior executives felt too restricted
by a lack of available working capital
to seize new growth opportunities as
they emerged
Conveya didn’t know it yet, but—as with
almost all process friction—the solution
to these pain points neatly mapped to
the Discover, Enhance, Monitor
framework.
Process discovery
Locate the root causes (and
impacts) of accidental process
friction caused by errors,
inaccuracies and inefficiencies
Process enhancement
Remove friction through
standardization, streamlining,
optimization and orchestration
Process monitoring
Measure the results of change
and continuously surface new
improvement opportunities
We’ll return to discover how Conveya
followed this framework end-to-end
shortly. But for now, it’s worth looking
at how they started: by building a holistic
understanding of the problem in order
to form a cohesive response.
Getting your organization
ready for Process Mining
The
Ultimate
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to
Process
Mining
27

28. At the start Conveya needed
to do two things.
Let’s look at
that framework
in more detail.
Conveya’s first Process Mining steps
First: discover the true process
environment by collecting time-
stamped event logs from their
ERP systems.
Second: get everyone aligned behind
a clear focus and plan using the
following framework:
• Their overarching strategic goals
• New and existing initiatives
to accomplish those goals
• The specific process pain points
inhibiting those goals
• The metrics and KPIs that indicate
progress against those process
pain points
• A roadmap for future success
The
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29. Conveya’s Process Mining
planning framework
Future success goals
• Clean up master data
• Increase no-touch orders
• Make $5m efficiency savings
This framework provided Conveya
with a foundation for a cohesive—
and future-proof—Process Mining
strategy: overarching goals, tied
to actionable initiatives, specific
pain points, clear metrics, and
future ambitions.
A framework like this gets the whole
organization aligned in one place—
from process practitioners to senior
stakeholders. And crucially, it lays the
groundwork to get more specific about
how discrete process improvements
ladder up to business outcomes and
transformational change.
What were Conveya’s strategic
Process Mining goals?
• Improve customer
satisfaction with reliable
delivery times
• Gain competitive advantage
with key customers
• Make processes scalable with
aggressive growth targets
What initiatives will
accomplish those goals?
• Clearer understanding of
order fulfillment
• Reduction of cycle times
through automation
• More robust Product
Information Management
What process pain points
inhibit those goals?
• Almost half of credit checks
were being applied to low
value accounts (and 25%
of those checks took over a
day to process)
• Too many blocked deliveries
—30% of which take over 2
days to process
• Persistently incurring high late
fees with key accounts
What KPIs will address those
pain points?
• Fewer (and faster)
credit checks
• Fewer blocked orders
and faster resolution
• Increase on-time delivery rate
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30. Automation is a key part of process
improvement—an automation script or
an RPA bot can do in seconds what takes
a human minutes, or even hours.
But automation is just an accelerant—
not a magic bullet. If you don’t fully
understand the steps (or the underlying
data) you’re automating, you can easily
accelerate in the wrong direction. Put
simply, you’ll make your worst processes
more efficient.
That’s why reducing manual touches
is a poor measure of automation’s
value unless you’re also optimizing
for the unique human value transferred
at those touchpoints.
So when Conveya’s VP of Fulfillment
wanted to reduce cycle times by
removing the friction from the data-
entry process, they approached the
problem carefully.
How to use automation
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31. Before
After
Customers fax over order form
Check by Fulfillment Clerk
No Error
Incorrect data
Order gets processed
Fulfilment clerk rectifies
Order gets processed
Customers fax over order form
OCR Check
No Error
OCR flags for human check
Incorrect data
Order gets processed
Error corrected
Order gets processed Key: Bold actions are manual processes
Conveya’s order fulfillment
automation initiative
Conveya’s fulfillment clerks were
spending a lot of time manually checking
order forms for customer errors, and
correcting them before processing.
One way to reduce cycle times in the data
entry process would be to implement an
optical character recognition (OCR)
reader. But by automating fulfilment
clerks out of the process, Conveya would
have left the OCR to uncritically ingest
errors, effectively increasing incorrect
master data.
Instead, the VP took a smarter
approach—setting up an OCR system
with an amended automation script that
flagged any forms with master data
conflicts (and forms from new customers)
for human verification.
The new solution combined the best
of both worlds—reducing manual
touches and cycle times overall, while
preserving the high-value human
touches where needed.
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32. How to build your
Process Mining team
Process Mining is at its most valuable
when it’s a long-term function. As Conveya
discovered, operational excellence goes
beyond a quick fix for a known problem to
becoming a permanent, dedicated,
exploratory capability.
That’s not to say you can’t (and shouldn’t)
start small and focus on quick wins. But
you’ll get out what you put in. Conveya
wanted lasting transformative change,
and they committed to creating the right
blend of people, skills and resources.
And that means a few things:
An extensible team with clear roles,
responsibilities and training opportunities
Governance structures around how
information is distributed and decisions
are made
Active reporting on successes and
what KPIs mean in terms of real
business outcomes
Who owns Process Mining?
This is a frequent question.
Where should Process Mining sit
within the organization? IT? A Process
Excellence group? Shared services?
A line of business (like Finance)?
If you have a Process Excellence team,
it’s a no-brainer. If not, it might make
sense for your Process Mining team
lead to also be the person responsible
for the business outcome of the process
in question—they have the most skin
in the game.
But it’s also important to think about
how that ownership scales throughout
the organization. As useful insights
spread and more stakeholders across
teams get involved, it’s important to
both distribute ownership to the people
who own outcomes, and retain
an integrated approach to process
excellence as a distinct function.
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33. Team Roster
There are four critical roles that every
Process Mining initiative needs.
After the implementation of your first
initiative (which we’ll cover in the next
section) and once you’ve started to
realize (and report on) your progress
toward your key KPIs, your Process
Mining team should be in a good
place to expand.
Free Celonis training:
Training courses for all levels
Executive Sponsor
To champion the project and secure
buy-in and budget from senior
decision-makers
Data Analysts
To interpret the business impact
of the findings surfaced during
the Discovery stage
Business Users
(i.e., Practitioners and Team Leads)
To guide use cases and improvement
opportunities
IT Partners/Data Engineers
To authorize, facilitate and maintain
the required technical integrations
Your first Process Mining team
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34. Building a Process Mining
Center of Excellence
Mature Process Mining organizations
often have a dedicated Process Mining
Center of Excellence.
This is an independent group
of stakeholders responsible for
coordinating how Process Mining is
implemented across different teams,
and for embedding a Process Mining
culture within the organizational identity.
This is about building a team that
standardizes approaches, steers
different initiatives to support
overarching objectives and
communicates successes upward
and outward. It should include:
• The Executive Sponsor
Be a champion of process excellence.
Keep leadership engaged, continually
set their expectations, get their input
on strategic goals and ultimately
decide which initiatives to support
• The Capability Owner
Communicate success stories
outward, orchestrate and implement
initiatives, create demand across
the business and deliver support
where needed
• The Process Improvement Lead
Qualify and prioritize use cases from
business owners, steer implementations,
monitor improvements
• Business Experts
Feed insights to guide new use cases,
suggest new ones and execute
improvement tasks
• Data and Technology Lead
Provides ongoing IT architecture and
knowledge, authorization, maintenance
and updates of integrations
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35. Communicating success
Proactive value realization is an enormous
part of Process Mining. That’s because the
effects of process efficiency—saved time,
released capital, more resources—need to
be accounted for. When you can articulate
how Process Mining has created a better
business outcome, you truly have ROI.
This isn’t a matter of amplifying the same
results in the same ways to different
groups. You need to tailor your approach
depending on who you’re talking to—both
in terms of the results you’re reporting, the
way they’re framed and the format they’re
communicated in.
We’ll cover the importance of this in more
detail in the next chapter, but the real
power of Process Mining comes from
compounding benefits of incremental
change. What feels like a small efficiency
to the practitioners on the ground can
actually add up to transformative change
to the overarching strategy—so long as the
right people have the right information to
make key decisions.
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36. At this point, Conveya had their high-
level strategic goals in place, with a clear
phased plan to attack them. To recap...
Now let’s zoom in to three key
improvement areas across Conveya’s
implementation to see:
• How that strategy was executed
• The actions required at each stage
• The measurable process excellence
it enabled
• The business and customer outcomes
that process excellence delivered
Kicking off your
implementation
Conveya’s Process Mining
strategy in 20 seconds:
Improve customer satisfaction
and gain competitive advantage
with key customers
by…
reducing order fulfillment
cycle times
by…
automating order processing,
and correcting erroneous credit
checks and blocked deliveries
to ultimately...
make $5m in efficiency savings
and increase touchless orders
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37. Conveya’s hierarchy
of process excellence
On-time Delivery Streamline approvals Order-to-cash cycle time
First Conveya Discovered
they were:
• Losing time to credit checks
that slowed order processing
and shipments—even for their
biggest, most loyal customers
To Enhance the process, they:
• Placed a credit check exception
rule for customers who
regularly paid on time
And Monitored against
these KPIs:
• More on-time deliveries for
high-value customers
• Fewer late fees and customer
returns (and therefore
increased revenue)
• Less opportunity cost from
processing returns
First Conveya Discovered
they were:
• Applying the same multi-stage
approval process for all
customers, creating lead times
of up to 7 days for their most
loyal customers
To Enhance the process, they:
• Automatically approved orders
from loyal customers to save
time and reduce costs
And Monitored against
these KPIs:
• Intelligent automation of
manual, delay-prone tasks
• Streamlining across multiple
stages of the Order-to-Cash
process
• Improved likelihood of on-time
orders for high-value
customers
First Conveya Discovered
they were:
• Using a sub-optimal Order-to-
cash process for, reducing their
competitive advantage
To Enhance the process, they:
• Created a custom rule-set to
identify churn risk among
high-value customers and
expedite next-day delivery
And Monitored against
these KPIs:
• An increase in delivery costs
offset by huge retention gains
and risk mitigation
• Stronger competitive
differentiation
• Increased loyalty and growing
Customer Lifetime Value
Optimizing for expedited
delivery probably felt like a
counter-intuitive move for a
company struggling with
on-time delivery on standard
orders. But Process Mining
revealed this compelling
business case—and once the
VP of Fulfillment put this in
front of their CFO, it was a
no-brainer.
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38. The transformative power
of Process Optimization
Optimizing your core operational
processes (like Order-to-Cash or
Purchase-to-Pay) around complex
strategic challenges is a huge
competitive advantage that not many
businesses can execute on today.
Building visibility into your process
environment and tying granular process
data to high-level business outcomes
enables an incredible degree of business
agility that’s impossible to replicate
without Process Mining.
Crucially for Conveya, they gradually built
up successes through the hierarchy of
process improvement, as the benefits
of the initiative compounded over time.
What began as a small credit check
correction exercise quickly gathered in
pace and scope as early quick wins were
reported outward.
Even if you start small, with the right
implementation plan, it’s possible to
achieve big strategic change within
12 months. Let’s see what their journey
looked like, mapped out against a
12-month ROI readout.
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39. Transformation metrics Root causes Actions Business value
Strategic goals
Challenge Insight Action Impact
Improve customer
satisfaction
Improve on-time delivery Remove unnecessary
credit blocks
Continuously predict and
update creditworthiness
to ensure proper
credit blocks
Increase revenue
On-time delivery rate
X
Total customers
X
Upsell revenue for customers
with on-time deliveries
Value = $3.5m
Improve productivity
and throughput time
Cost / order Manual steps / redundant
steps in order mgmt
Continuously predict and
update creditworthiness
to ensure proper
credit blocks
Reduction in operating costs
Time on manual
and redundant activities
X
Hourly wage of workers
X
2000 working hours
Value = $850k
Improve customer
lifetime value (CLV)
Improve customer retention Late deliveries due to improper
handling of order for key
customers are causing
customer churn
Auto-expedite orders
for key customers, to ensure
on-time delivery
Increase CLV
Total customers
X
improvement in retention rate
X
CLV
Value = $7m
Conveya’s 12 month ROI readout
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40. Chapter 3
Process Mining
in the real world
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41. In the first chapter we learned about
what Process Mining is and how it works.
In the second chapter we examined
Process Mining in the wild, and explored
the framework of cascading benefits that
Conveya, a fictional mid-sized made-to-
order, industrial equipment manufacturer
realized when they transformed their
Order-to-Cash process.
Now it’s time to see what that framework
looks like across different areas of the
business, and to discover the
transformative impact Process Mining
initiatives can have on other core
operational processes.
In the following few pages, we’re going to
take a look at the friction Process Mining
can address in Finance, Procurement,
Logistics and Distribution and
Customer Service, by breaking down:
• The symptoms of the friction
• The root causes of that friction
• The corrective action to replace that
friction with flow
• The KPIs to measure that flow
Finally, we’re going to zoom out from core
operational processes to wider strategic
initiatives that Process Mining also
supports: Increased Automation and
RPA, Business Transformation, Customer
Experience and System Migration.
These are just ideas—good places to
start your journey, and strategic goals to
aim for on the horizon. But nothing in this
chapter is exhaustive or prescriptive.
Process Mining is an endlessly flexible,
action-driven system for solving complex
problems and creating ambitious
business outcomes.
Instead, use the frameworks here to
structure your thinking and connect the
symptoms, causes, corrective actions
and KPIs of your process friction.
Process Mining
for core operations
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42. How can Process Mining help Finance?
FINANCE
Optimize working capital
Early payment
Postpone baseline
dates for early
invoices
DPO Operational
cost per PO
Alert and prioritize
discrepancies
between invoice
data and
on-time date
Late payment
Early invoice
receipts (or master
data PO
discrepancies)
cause premature
baseline dates and
trigger payments
Late entries into
ERP, missing
information,
payment blocks
or customer delays
Increase productivity
Rework rates
Postpone baseline
dates for early
invoices
Touchless PO Touchless PO
Switch vendors
to EDI
Automation rates
Excessive payment
blocks and failed
3-way matching
between PO,
invoice and
goods receipt
Non-standard
format across
different vendors
and failure of OCR
technologies lead
to high rates of
manual effort
Manage risk compliance
Duplicate
payments
Highlight and
block duplicate
payments
Falling duplicate
payments
Reduce SoD
violations
Highlight and
diagnose SoD
violations
Segregation
of duties
Character
mismatches on
forms or multiple
vendor invoices
from different
channels
Accidental or
conscious
compliance
variations either
through lack of ERP
enforcement
or resource
constraints
Initiative
KPIs
Friction
point
Root
causes
Corrective
actions
Discover
Enhance
Monitor
Take a look at how ABB does it
Example: ABB
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43. How can Process Mining help Procurement?
PROCUREMENT
Increase purchasing productivity
High volume of
price changes
Update master
data whenever
Sourcing updates
contract pricing
Perfect PO rate Operational cost
per PO
Automate 3-way
matching on
critical invoices
Manual errors in
3-way-match
Where price
negotiations aren’t
reflected in master
data, causing
suppliers to issue
corrections to POs
with old pricing.
Mistakes made
during the physical
reconciliation of
Purchase Orders
against receipts
and invoices
Optimize purchasing spend
Long tail spend
Redirect deviant
POs towards
approved suppliers
Purchasing spend Purchasing spend
Surface supplier
KPI performance
for Sourcing
Unfavorable
supplier contracts
Unmanaged
spend split
between low
value transactions
and infrequently
used suppliers—
commonly
around 20%
Poor visibility
between Sourcing
teams and actual
supplier
performance
creates suboptimal
negotiations
Reduce risk
Maverick buying
Investigate test-free
POs and trigger
manager approval
Perfect PO rate Process
conformance
Additional
confirmation of
delivery location
for high risk PR
Incorrect deliveries
Requisitions from
non-strategic,
unapproved
suppliers outside
of established
buying channels.
The wrong items
delivered to the
right places
can mean big
risks—particularly
for dangerous
materials to
manufacturing
plants
Initiative
KPIs
Friction
point
Root
causes
Corrective
actions
Discover
Enhance
Monitor
Take a look at how Vodafone does it
Example: Vodafone
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44. How can Process Mining help Logistics and Distribution?
LOGISTICS AND DISTRIBUTION
Improve productivity
Redundant transfer
orders
Identify and
eliminate
non-value-add
transfers
Throughput time On-time, in-full
delivery
Use real-time data
to recommend
optimized routes
Transportation
delays
Too much
unnecessary or
low-value stock
movement to
conform with
outdated slotting
or staging
processes that
increase
throughput time
Static data leads
to shipment delays
or last-minute,
unnecessarily
expedited
shipping routes
in order to meet
delivery dates
Optimize inventory
Warehouse excess
Prioritize stock
based on lead time
Falling inventory
costs
Days of supply
Monitor demand
forecast to trigger
automated
reordering
Material shortages
and stockouts
Treating all goods
as equal leads to
shortages and
excesses of stock
depending on
supplier lead
times—either
creating delays
or carrying costs.
All inventory must
be mapped to
sales demand to
avoid carrying
costs or lost sale
opportunities
Ensure reliability
Unreliable supplier
delivery
Trigger alert when
supplier delivery
times violate SLAs
Process
conformance
Service provider
spend
Surface
performance
data in supplier
negotiations
Low visibility
of warehouse
vendor SLAs
Sourcing
organization lack
insight into vendor
and third party
performance
against SLAs
Poor visibility
between Sourcing
teams and
actual supplier
performance
creates suboptimal
negotiations
Initiative
KPIs
Friction
point
Root
causes
Corrective
actions
Discover
Enhance
Monitor
Take a look at how Schukat does it
Example: Schukat
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45. How can Process Mining help Customer Order Management?
Maximize on-time delivery
Credit block
Remove blocks
from customers
likely to pay on time
Credit block rate
On-time payment
Customer
satisfaction
In-full delivery
Predict backorders,
alert clerks and
automate POs
Backordered
inventory
Erroneous blocks
placed on frequent
customers with a
history of on-time
payment
Orders exceeding
available inventory
are manually split
into two deliveries:
remaining stock
and backordered
stock (with
manual POs)
Increase productivity and automation
Order change
rework
Detect master data
discrepancies and
flag to clerks
Rework rate
Order cycle time
Touchless order rate
Order cycle time
Identify high volume,
low-variation tasks
for automation
Low automation
rate
Data discrepancies
cause customers
to fail initial
credit checks
Orders have a high
rate of manual
touches (i.e.,
verification steps)
Improve order operations quality
High rate of return
Predict inventory
returns and flag
orders to fulfillment
Order return rate.
Customer
satisfaction
Perfect order rate
First-time
right orders
Check SO quantity
against catalog
and alert violations
Quantity changes
Incorrect Sales
Order items
not corrected
during processing,
creating shipping
errors
Orders have a high
rate of manual
touches (i.e.,
verification steps)
Initiative
KPIs
Friction
point
Root
causes
Corrective
actions
Discover
Enhance
Monitor
Take a look at how 3M does it
Example: 3M
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46. How can Process Mining help you?
Initiative
KPIs
Friction
point
Root
causes
Corrective
actions
Discover
Enhance
Monitor
Use this template to structure your Process Mining journey. Fill in the initiative you want
to achieve, and use a Process Mining tool to discover your friction points and root causes.
Then take corrective action and monitor the results against your KPIs.
First, fill this in
Then, use
a Process
Mining tool to
discover these
Finally,
take the
next steps
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47. Process Mining in support of
transformation initiatives
Outside of continuously optimizing
core operational processes toward
business outcomes, Process Mining
can be a powerful addition to other
transformational objectives.
Automation
Automation and Robotic Process
Automation (RPA) initiatives are just
tools—highly effective as a component
of a wider transformation strategy, but
limited in isolation. Process Mining acts
as an intelligent orchestration layer that
leverages automation for business
outcomes rather than disconnected
cost-saving or productivity gains.
Business transformation
Process Mining fits hand-in-glove with
business (or digital) transformation
initiatives—providing a structured and
evidence-based approach toward
realizing specified outcomes while also
integrating them with established ways
of working. In fact, without Process
Mining, transformation programs can
remain isolated from the day-to-day
operational reality, thereby creating
friction instead of flow.
Customer experience
Removing operational friction tangibly
improves the experiences you deliver—
meaning fewer delays, frustrations and
broken promises for customers. But
Process Mining also delivers flow. As
your processes become more connected,
the customer journeys through them
automatically feel faster and more
seamless, convenient and personal.
System migration
System migrations are huge, high-risk
events that make or break enterprises.
Even purely technical lift-and-shift
migrations can take years, cost millions
and still deliver underwhelming results.
Process Mining helps IT leaders achieve
more frictionless migrations by keeping
costs on track, solution-fit tight, and
driving user adoption after go-live.
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48. Conclusion
Your next steps toward
Process Mining
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49. It’s a long journey toward process
excellence. But your first steps start here.
And the good news is, now you’ve got
everything you need in order to kick-start
a new era of process excellence within
your organization—where every
operational activity, no matter how
minor, materially supports a defined
business outcome.
The even better news is that doesn’t take
long to start seeing results. With the
right planning, team, technology and
training, process fluidity starts to deliver
better business outcomes for everyone.
You’ll notice fluidity first in your business
users—free of friction, they’ll become
more productive, more engaged, and
more empowered to start adding value
to everything they touch.
Then it’ll hit your customers—maybe
anecdotally at first, but measurably after
that. There are fewer delays and errors,
and the customer experience starts to
accelerate in both speed and quality.
Eventually, you’ll see it in your bottom
line—waste falls, throughput climbs, and
meaningful opportunities for competitive
advantage start to reveal themselves in
places you never thought to look.
But eventually, something really powerful
happens. Fluidity perpetuates, becomes
autonomous and spreads across the
whole business.
That’s when enterprises become
superfluid—they reach a tipping point,
where the whole business achieves
a state of continuous automated
improvement.
Superfluid enterprises have total
clarity and control over a continuously
improving operational landscape—
every process is optimized to deliver
against desired outcomes and
high-level strategy.
If you want to find out more about
Process Mining, and how to become
a superfluid enterprise— or you want
to try Process Mining for free—there’s a
whole bunch of ways you can continue
your journey.
Starting your
Process Mining journey
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50. What to look for in your
Process Mining solution
Not all Process Mining
platforms are born equal.
In fact, you should evaluate
any prospective Process
Mining solution to ensure
it has all the capabilities
necessary to effect real
operational change at the
scale you need.
We’d recommend using
the following criteria as
a minimum requirements
checklist.
Action Pre-built analyses
Discovery and visualization are important, but your
Process Mining solution should be geared for action.
Pick a technology with tools to turn those insights into
alerts and intelligent actions—for people involved with
the process, and through automation.
Ready-to-use analyses for common processes
(like Purchase-to-Pay, Order-to-Cash, etc.) drastically
increase time-to-value, and mean you can start
addressing common, high-value sources of friction
right out-of-the-box.
Connectivity Training
Look for out-of-the-box connectivity to common
transactional systems (like SAP, ServiceNow, Salesforce
and so on). You shouldn’t need to write any custom code
to connect to all your underlying source systems.
A platform with comprehensive training resources
for all Process Mining participants will speed your
path toward an internal center of Process Excellence
Usability Results
Process Mining interfaces have come a long way.
You should be able to build analyses, create workflows
and explore processes through no-code, drag-and-
drop interactivity.
Process Mining is all about outcomes. Your vendor
should be able to prove value by giving examples of
customers who’ve worked with the same process
you’re hoping to optimize.
Ecosystem
Your vendor should be a bridge to a range of partners
who can help to set you up and connect to your
source systems.
ARE YOU READY?
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51. Where to go next
Try out Celonis Snap
Celonis Snap is the world’s first free and
open Process Mining software. You can
mine your first process by connecting
up to 500MB of event log data from any
CSV/XLS flat file, or use our built-in
connectors to a whole range of common
systems like ServiceNow.
Try Celonis Snap now
Join the Celonis Community
The Celonis Community is a vibrant
forum for sharing knowledge,
experiences, questions and challenges
with other Celonis experts and users.
Join the discussion now
Sign-up for the Celonis Academy
Celonis Academy is our online training
center. We offer a huge range of free,
guided training courses for Process
Miners in every role, from Data Engineers
to Executives.
Enroll in Celonis Academy now
Speak to us
If you’d like to speak to a Process Mining
expert in person—either to learn more
about Celonis, or just for an open
conversation about where to go next,
we’re always happy to talk.
Speak to us about Process
Mining now
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52. Thanks for reading The
Ultimate Guide to Process
Mining. This is the start of
something big, and we can’t
wait to help you on your way.
Let’s get going.
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